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tv   [untitled]    October 21, 2012 1:30am-2:00am PDT

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next slide another example of the incredible partnership that we have. we think that joint support forces of the right concept here that brings together the unity of effort. with u.s. aid, it was our clear understanding of how to work closely with the government of japan for the lead federal agency in this case. it was critically important, in this case. they can work the funding issues in ways that the military is not able to. in terms of where we were
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located, it was not meant to be read, but listed on the right- hand side were all of the ngo's that participated, attempting to galvanize this. it was the role that u.s. aid and the self-defense force played. an example of how to take command and control on the road is a command-and-control unit. we brought this from honolulu so that it would be available in the event that the crisis continued to provide more challenges for leaders. we will close here with the importance of messaging. another critically important element of this. who has the lead for the message? it should be part of the
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discussion that takes place at your next table top level exercise. messages can be very confusing and you have many different groups involved. u.s. embassy had the lead. to be very clear about that point, as you roll this up and look at it in aggregate, those are impressive numbers for the people of japan. these were the foreign deployed forces are in japan. everyone rallied and was under way, everyone was a part of this operation. when self-defense force called out 100,000 people, they had this right behind them. it allowed them to focus on what was critically important to them, finding the remains and lost, allowing us to provide support in the way they needed.
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someone went to a lot of trouble to put that in the sand and it was an indication of what was possible in times of crisis. particularly when relationships between countries are critical. violations have interests, people have friends. we were able to, for the people that participated, and we will always remember. thank you. i look forward to your questions. [applause]
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>> given the multinational nature of the crisis, the graphic you never -- graphic user interface system, which one was used? >> we went to googleearth. i miss that. we were able to develop and be a bit, which went down of the revolt of 0 in the morning in the afternoon. in terms of water, we found that when we were measuring it, they
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were all used in japan. everyone was tied up with the crisis. to get real-time information on water, we had to use our portable kids, which were not calibrated sufficiently to be reliable. and we have the results immediately fed back to us. in order to react responsibly, we had to be able to have reliable instrumentation and data as the basis of decisions. that is what we learned out of this. >> microphone working here. the information in california was slow.
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seven days. how do we address warnings without causing panic? >> i think the to start with an understanding that, in the case of radiation, the first questions that we need to ask, number one, is the plant up and operating? or did it shut down? is there a potential release of a lethal doses that requires immediate status on the part of engineers in leaders? if the problem now, and we are talking temporal issues, is long-term exposure, then that puts this into a different category, i think. i would identify time critical issues in terms of how you
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manaso, if i have a problem whei am concerned about long-term exposure, now what i need to do is talk about how i gradually start move people away from this so that i can prepare for a long term, sarcophagus type problem. or i will have to find a way to deal with the long-term exposure. i think that as far as how you manage this, separating the immediate sorts of actions and long term actions would be helpful. if people think that there is an immediate step that needs to be taken for themselves and their children, they will be very much on edge and waiting to hear what
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leaders are asking. i am reluctant to tell you that you can act on instinct in this case. there is a series of questions that have to be answered. preparing for a table top that involves radiological contamination, it would be to develop crisis action and standard operating procedures where, integrated, we know who is going to do what to get to a clear, empirical understanding of the problem that we have, along with it the actions and messages that go with it. we did not feel comfortable leaving japan until we had all of that system instrumentation in place. that was our measure of success. as you think about crises in the future, i would incorporate the radiological dimension.
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the nature of what we are in has us in a position where we are dealing with what a climactic situations and crises we have not anticipated or seen before. having fought through what the radiological dimension is and what the implications of our for these very important approaches. >> i know that you have to get out of here. we have about two minutes. i appreciate your coming. i have this feeling that you're giving this presentation of pride over what you end your task force did for japan. i want to thank you for what you did today and what your doing out there. i know you must have this warm feeling overhead. >> i used to look up at many of
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you, what i was down there. >> thank you so much for coming to talk. i know that you have to get out of town there. ladies and gentlemen? [applause] >> thank you. >> for the rest of you, we are going to have our next program and it is going to be some elected officials and mayors. we are going to take 10 minutes. i want you to be back in your seats and ready in 10 minutes. thank you very much.
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